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Home My WebLink About19. Strategic Planning Draft 3 5 2020 iii City of Oshkosh Strategic Plan Quality of Life Public Safety Infrastructure and Health Effectiveness aof Government Strengthen Economic Neighborhoods Development Oshkosh /f2021 - 2022 SUPPORT ECONOMIC DEVELOPMENT Staff Owner:Allen Davis uture State:Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retaining a diverse mix of employees Ar &employment opportunities, and revitalizing the downtown/central city area as well as the greater Oshkosh area. Oshkosh 2021-2022 PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY STRATEGIC PLAN Staff Owner(s): Mike Stanley &Dean Smith Visio Future State:Public Safety Officials are recognized as trusted, efficient and effective professionals A thrwing and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT community Staff Owner:John Fitzpatrick and Russ Van Gompel Guiding Principles-We Will... Future State:Organizational efficiency has been maximized by successfully achieving City initiatives 1. Can Do Spirit:Serve the public with a confident can-d.spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent:Provide the public with information on nor ac-tions and decisions IMPROVE AND MAINTAIN OUR INFRASTRUCTURE 4. Engaging:Aclively pursue citizen involvement throughout the decision Staff Owner(s):James Rabe,Jim Collins,John Fitzpatrick making process Future State:A safe and effective infrastructure that provides a framework for full scale community enjoyment 5. Economical:Act in a fiscally responsible mariner on behalf of nor citizens 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS 8. Equitable:Strive to achieve equity in the allocation of community resources Staff Owner(s):Jeff Gilderson-Duwe, Ray Maurer, Brad Larson 9. Inclusive:Foster environments that welcome individual or group differences, Future State:Natural, Cultural and Recreational Assets of the City are recognized as a sources of pride for the community opportunity for all people. Target/Lead Stakeholders Resident in order to promote dignity,respect,and Homeowners STRENGTHEN OUR NEIGHBORHOODS Potential Oivners-Business and Staff Owner(s):Allen Davis Frontline Employees City Leadership Future State:Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social interactions among residents SUPPORT ECONOMIC DEVELOPMENT —Allen Davis Future State:Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retaining a diverse mix of Ar employees &employment opportunities, and revitalizing the downtown/central city area and the greater Oshkosh area. Oshkosh A. Continue to Support Business Retention and Expansion (BR&E),Attraction and Entrepreneurship N B. Support Redevelopment Opportunities Throughout the City C. Continue to Develop Infrastructure Needed to Support Business and Residential Development 2021-2022 D. Work with Community Partners to Attract and Develop Our Workforce STRATEGIC PLAN Vision offering abundant opportunities to- and life missioni PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY-Mike Stanley &Dean Smith The City of 0shkosh provides goods and services in pursuit of a safe and vibrant Future State:Public Safety Officials are recognized as trusted,efficient and effective professionals community A. Enhance Community Trust in Public Safety Guiding Principles-We Will... 1. Can Do Spirit:Serve the public with a B. Provide Well Trained, Effective and Equipped Public Safety Professionals confident can-do spirit C. Enhance Crime Prevention, Community Policing, &Transportation Safety Strategies 2. Accountable:Hold ourselves to the highest standards with a dedication to D. Improve the Community's Ability to Withstand &Recover from Disruptive Events preserving the public trust 3. Transparent:Provide the public with E. Implement Strategies &Solutions for Community Risk Reduction information on nor actions and decisions F. Continue to Improve Strategies to Address Substance Abuse in the Community 4. Engaging:Actively pursue citizen involvement throughout the decision G. Improve Transportation Safety within Community making process 5. Ecoroomical:Act in a fiscally responsible mariner on behalf of our citizens 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT —John Fitzpatrick &Russ Van Gompel 8. Equitable:Strive to achieve equity in the Future State:Organizational efficiency has been maximized by successfully achieving the following City initiatives allocation of community resources 9. Inclusive:Foster environments that A. Maximize our Financial Position welcome individual or group differences, in order to promote dignity,respect,and B. Recruit, Retain, Engage and Recognize Employees opportunity for all people. C. Develop Future Leaders &Volunteers and Reconnect with Alumni Target/Lead Stakeholders D. Improve our Performance and Outcome Measures Including Benchmarks Resident 0-ners-Businesses and E. Align Employee Performance to Department Plans Potential Oivn Business and F. Improve our Internal and External Communications Frontline Employees G. Strengthen Partnerships and Community Collaboration IMPROVE AND MAINTAIN OUR INFRASTRUCTURE —James Rabe,Jim Collins,John Fitzpatrick Future State:A safe and effective infrastructure that provides a framework for full scale community enjoyment A. Improve our Streets,Transit, Bicycle and Pedestrian Facilities OshkoshB. Update and Maintain Our Technology C. Improve Our City Facilities 2021-2022 D. Improve Our Public Utilities STRATEGIC PLAN E. Update and Improve Our City Equipment Visio A thriving and sustainable community offering abundant opportunities for work and life NHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS —Jeff Gilderson-Duwe, Ray MaureTh.City of 0shkosh provides goods and Mission uture State: Recreational Assets of the city are recognized as a source of pride for the community services in pursuit of a safe and vibrant community A. Provide Improved Park and Senior Center Facilities Guiding Principles-We Will... 1. Can Do Spirit:Serve the public with a B. Analyze,Plan and Implement Strategies to Maximize Parks Department Operational Efficiencies confident can-do spirit C. Implement the Adopted Design for Improvements to Museum Facilities 2. Accountable:Hold muselves to the highest standards with a dedication to D. Initiate Work on the Three Major Long-Term Exhibitions Identified in the Master Plan preserving the public trust 3. Transparent:Provide the public with E. Strengthen Exhibitions to Alignment with K-12 curriculum information on nor actions and decisions 4. Engaging:Actively pursue citizen F. Accelerate Key Collection Management Tasks involvement throughout the decision G. Evaluate Investment Strategies for Trusts making process 5. Economical:Act in a fiscally responsible H. Continue to Make Progress Toward the Library's Vision of"A Library in Every Life" mariner on behalf of nor citizens 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative STRENGTHEN OUR NEIGHBORHOODS -Allen Davis,James Rabe approach to problem solving 8. Equitable:Strive to achieve equity in theuture State:Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social allocation of community resourors 9. Inclusive:Foster environments that interactions among residents welcome individual or group differences, in order to promote dignity,respect,and A. Enhance and Promote a Culture of Neighborhood opportunity for all people. B. Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods Target/Lead Stakeholders C. Build Awareness for Neighborhood Development &Redevelopment in Specific Neighborhoods Resident 0-ners-Businesses and Homrsowners D. Increase Owner Investment and Maintenance in Property Potential• E. Expand City Inter-Departmental Teams for Planning and Completing Neighborhood Projects Humeowners Frontline Employees F. Explore Options for Promoting Housing Stability Related to Homelessness City Leadership G. Promote Social Connectedness Continue to invest and support the Greater Oshkosh Economic Development Corporation(GO-EDC) Coordinate marketing efforts with GO-EDC on selling City and RDA-owned land,marketing the city's transportation connections,encouraging people to reside in the City,and promoting business growth Identify solutions to encourage existing business growth and entrepreneurship including incentives, Continue to Support starter lots,speculative buildings, incubators,and training opportunities. Business Retention and ❑ Partner with Greater Oshkosh EDC to offer two educational opportunity per year for Elected Officials ❑ Continue to streamline the approval and permitting process by providing one process improvement per Expansion(BR&E)and year for developers while preserving health&safety • ntrepreneurship ❑ Complete 50 account management contacts with businesses per year all Owner:Allen Davis Ensure that 90%of commercial building plans are completed in 5 business days Ensure that 90%of commercial building inspections are completed in one business day Measure dollar amount of public/private funding into GO-EDC SUPPORT Continue to review existing city policies and codes to encourage business and entrepreneur growth i the City. ECONOMIC DEVELOPMENT Implement one recommendation from the Imagine Oshkosh Plan per year Support Implement one recommendation in the Sawdust District Master Plan per year • Create and adopt a Redevelopment Plan for the Sawdust District for acquisition and demolition and Future State: Redevelo ment Be recognized as a premier p target redevelopment Opportunities Actively pursue acquiring key sites for redevelopment through the Redevelopment Authority or community in Wisconsin by hroughout the City Common Council that have the potential to have a significant impact on the community if redeveloped • fostering �oin entrepreneurial Staff Owner:Allen Davis ❑ Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago activity, developing and ❑ Market redevelopment sites to private developers by issuing one Request for Proposal(RFP)per year retaining a diverse mix o employees &employment opportunities, and revitalizing the ❑ Implement one project per year for each corridor(South Park,Jackson,and 9t11) downtown/central city as Continue to Develop ❑ Evaluate the need for future plans to improve the City's corridors (Oshkosh Ave,Oregon,Algoma,S well as the Greater Oshkosh Infrastructure Needed to Main,or Witzel) Area. Support Business and ❑ Plan for industrial and business park expansions and workforce housing Residential Development ❑ Explore the opportunity of a city-owned wetland bank Staff Owner: Staff Owner:Allen Davis ❑ Develop a residential subdivision development program for all types of housing including workfor Allen Davis housing,single family housing, and others ❑ Support joint efforts to implement a quality of life marketing campaign with community partners ans businesses to attract and retain businesses and workers Work with Communi Explore different strategies to help disadvantaged people enter the workforce with community partners Partners to Attract and ❑ Public/Private organizations collaborate to identify solutions for workforce housing • Develop Our Workforce opportunities Staff Owner:Allen Davis ❑ Explore the feasibility of a work program to encourage the re-entry into the workforce ❑ Identify solutions to barriers preventing citizens from working including daycare,affordable housing, and available transportation • Police Department ❑Produce Oshkosh Police Department(OPD)videos focused on our values ❑Increase Police presence in community through outreach efforts to;schools, neighborhoo A. Enhance Community business, and citizens ❑Publish an Police Department Annual Report to the community Trust in Public Safety ❑Strengthen Relationships with neighborhood organizations and diverse community groups •' Staff Owner(s): Mike Stanley&Dean Smith Fire Department ❑Provide transparent data that demonstrates organizational efficiency and performance. ❑Continue to develop a talent pipeline from the community by offering and supporting youth program ❑Create and support a"Leaders are Readers"program with the Oshkosh Area School District. B. Provide Well Trained, Police Department ❑Improve outreach initiatives with neighborhood&diverse population groups PROVIDE A Effective and SAFE, SECURE, Equipped Public Fire Department Safety Professionals ❑Place a fire training tower in service and begin utilizing it to train new and incumbent personnel. a AND HEALTHY Staff Owner(s): ❑Continue to implement recommendations from the recently completed Staffing Study. COMMUNITY Mike Stanley&Dean Smith ❑Contract for and conduct a Space Utilization Study for Fire Department facilities. Future State: C. Enhance Crime Police Department Public Safety Officials are Prevention, ❑Increase number of Crisis Intervention Team(CIT)trained staff trusted, efficient and Community Policing, Fire Department effective professionals &Transportation ❑Support the Police Department's at their"Coffee with a Cop"events. Safety Strategies ❑Fire companies participate in the National Night Out event in their response district. Staff Owner(s): Staff Owner(s): ❑Provide infant and child car seat checks and installation. • Mike Stanley&Dean Mike Staple &Dean smith Smith D. Improve the P Police Department Communities Ability ❑Improve training related to Incident Command Structure(ICS) to Withstand and Recover from Fire Department Disruptive Events ❑Update and revise the City of Oshkosh Emergency Operations Plan P ❑ Continue to offer additional training and exercises to City staff focusing on emergency management. Staff Owner(s): ❑Begin working on Continuity of Operations Plans for the City of Oshkosh. Mike Stanley&Dean Smith Police Department E. Implement Strategies ❑ Conduct civilian training for disruptive events • &Solutions for ❑ Upgrade and test the Emergency Operations Center for the City of Oshkosh Community Risk Reduction Fire Department Red Staff uction ❑ Collaborate with the American Red Cross to install residential smoke detectors. Mike Stanley&Dean Smith ❑ Participate in the development and implementation for a strategic plan for fall prevention. ❑ Continue to participate in active efforts,and seek new opportunities to reduce overdoses. Strategic Goal Objectives -WHAT Strategies/Tactics-HOW ContinueF. • Improve PoliceDepartment Strategies to Address Ll Continue participation in local county CIT and Drug&Alcohol Task Forces and Groups Substance Abuse in Ll Develop a Drug ithin the Community le De—Smith Oshkosh . - schools, Staff Owner(s): abuse 2020-2021 PROVIDE STRATEGIC PLAN SAFE, SECURE, Vision AND HEALTHY A thriving and sustainable community offering abundant opportunities ities for work COMMUNITYImprove • -Department and life Transportation ■Continue to educate citizens&visitorson • education an• enforcement Mission Future State: The City of Oshkosh provides goods and Officials are Community ■ l Improve transportation safety within community services in pursuit of a safe and vibrant Public ■Improve outreach efforts to the community community trusted, efficient and effective Staff• Guiding Principles-We Will... professionals 1. Can Do Spirit:Serve the public with a confident can-do spirit Staff Owner(s): 2. Accountable:Hold ourselves to the Mike Stanley& ' ean highest standards with a dedication to preserving the public trust Smith 3. Transparent:Provide the public with information on our actions and decisions 4. Engaging:Actively pursue citizen involvement throughout the decision making process 5. Economical:Ad in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources 9. Inclusive:Foster environments that welcome individual or group differences, in order to promote dignity,respect,and opportunity for all people. Target/Lead Stakeholders • Resident Owners-Businesses and Homeowners • Potential Owners-Business and Homeowners • Frontline Employees • City Leadership ❑ Research alternative budget strategies A.Maximize our ❑ Prepare Capital Improvement Program with dedicated funding for facilities,roads/utilities,and other long- Financial Position term projects.Total not to exceed the maximum to maintain the debt policy. Establish parameters over a five- Staff Owner:Russ Van Gompel year period. ❑ Monitor and report on debt management policy progress 1 1 B. Recruit,Retain, ❑ Analyze compensation issues to maximize staffing opportunities Engage and ❑ Establish annual employee education and development plan Recognize Employees ❑ Diversify employee population to align with community demographics Staff Owner:John Fitzpatrick ENHANCE THE EFFECTIVENESS C. Develop Future OF OUR CITY Leaders&Volunteers ❑ Provide employee advancement opportunity awareness training GOVERNMENT and Reconnect With ❑ Implement Diversity and Inclusion Plan&program corresponding employee education Alumni ❑ Create an alumni network to assist with community enhancement Future State: Staff Owner: John Fitzpatrick Organizational efficiency has been maximized by successfully achieving City D. Improve our initiatives Performance and ❑ Continue employee education regarding performance measures/metrics Staff Owner: Outcome Measures ❑ Promote benchmark opportunities functionally,geographically,and comparably John Fitzpatrick Including ❑ Utilize the Citizen Survey as a resource for future strategic planning/metric development Benchmarks Staff Owner: John Fitzpatrick E. Align Employee ❑ Connect departmental business plans to organization wide plan Performance to ❑ Refine"Guiding Principles"connection in employee evaluation process Department Plans ❑ Improve employee's understanding of role in achieving plan initiatives • Staff Owner:John Fitzpatrick • Strategic Goal Objectives -WHAT Strategies/Tactics-HOW F. Improve Our Internal L3 Facilitate communications with,and feedback from,employees • External L3 Facilitate public awareness of City services and values Communications L3 A age annual departmental/Council Member tours&orientation including at least one departmentally V Oshkosh a • annual atrick 2021-2022 G. Strengthen STRATEGIC PLAN Partnerships and ■ Support ■ . . Vision Community 3 ther groups to A thriving and sustainable community ENHANCETHE Collaboration offering abundant opportunities ities for work Staff Owner: L3 Educate citizens on the availability of services through community partnerships and life EFFECTIVENESS John Fitzpatrick Mission OF OUR CITY The City of Oshkosh provides goods and services in pursuit of a safe and vibrant GOVERNMENT community Guiding Principles-We Will... Future State: 1. Can Do Spirit:Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the Organizational been max , highest standards with a dedication to preserving the public trust successfully achieving City 3. Transparent:Provide the public with information on our actions and decisions 4. Engaging:Actively pursue citizen involvement throughout the decision Staff Owner: making process John Fitzpatrick 5. Economical:Ad in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources 9. Inclusive:Foster environments that welcome individual or group differences, in order to promote dignity,respect,and opportunity for all people. Target/Lead Stakeholders • Resident Owners-Businesses and Homeowners • Potential Owners-Business and Homeowners • Frontline Employees • City Leadership 9 A. Improve our Streets, ❑ Annually update the 5 year Capital Improvement Plan(CIP)and implement the current year projects ❑ Follow recommendations of the 2019 Transit Development Plan,including supporting the Winnebago Transit,Bicycle and Catch-A-Ride program for after hours service Pedestrian Facilities ❑ Implement"free"student fare two year program.Collect and analyze data from this initial period Staff owner(s):Jim Collins, ❑ Complete priority programs from the updated 2019 Pedestrian and Bicycle Circulations Plan James Rabe,Allen Davis � Incorporate"Complete Streets"principles when and where its feasible B. Update and Maintain ❑ Continue implementation of Geographic Information System(GIS)functionality Our Technology ❑ Develop plan to extend technology infrastructure to all City facilities Staff owner:Various Departments A • IMPROVE AND * Develop Facility Improvement Plans for all City buildings. Include recommendations from plans in CIP for implementation. MAINTAIN OUR C. Improve Our City Assess, Plan and continue to improve security of all City facilities. INFRASTRUCTURE Facilities ❑ Continue annual Roofing and Heating,Ventilating and Air Conditioning(HVAC)prioritization, Staff owner(s): John Fitzpatrick maintenance,and replacement. Future State:A safe and Jim Collins ❑ Continue parking lot replacement and maintenance per Parking Lot Pavement Study. effective inf rastructure astructure that f}. fi ❑ Continue implementation of energy efficiency upgrades. provides a framework for full scale community enjoyment ❑ Develop Storm Water Management Plans for unstudied watersheds. Staff Owner(s): ❑ Complete planning study to develop plan for storm water compliance with the Upper Fox/Wolf River James Rabe,Jim Collins, Total Maximum Daily Load(TMDL). John Fitzpatrick ❑ Develop compliance options for waste water compliance with Upper Fox/Wolf River TMDL. D. Improve Our Public ❑ Continue implementation of equipment replacement in accordance with Asset Management Plans. Utilities ❑ Develop long range Inflow and Infiltration(I&I)reduction strategies. staff owner:James Rabe ❑ Develop long range utility collection/distribution system replacement plan. ❑ Annually update the five year Capital Improvement Program(CIP)and implement the current year projects. �❑ Develop Public Information/Engagement Campaign to promote the activities completed by our utilities. E. Update and Improve our City Equipment ❑ Develop long range equipment replacement plans/strategies. ' staff owner(s): �❑ Incorporate recommendations for equipment replacement in CIP. Various Dep artments St rate is Goal Objectives -WHAT Strategies/Tactics-HOW A. Update ❑Design and construct parks administration biffidifig Comprehensive ❑Implement Lakeshore Park Master Plan Outdoor Recreation ❑Construct rainbow park boat launch,park lot and trail projects Plan(CORP) ❑Install updated AV equipment including a hearing loop at the Senior Center Staff Owner:Ray Maurer Oshkosh B. Implement 2018-2020 ❑Update Parks Department Strategic Plan 2021-2022 Parks Strategic Plan g ❑Publish Annual Impact Report to the Community STRATEGIC PLAN Staff Owner:Ray Maurer ❑Improve our volunteer systems and processes Vision A flurving and sustainable community ENHANCE OUR offering abundant opportunities ities for work and fife QUALITY OF C. Implement the Mission LIFE SERVICES Adopted Design for The City of Oshkosh provides goods and Improvements to ❑Develop and adopt a funding strategy to execute the design for essential building modifications services in pursuit of a safe and vibrant AND ASSETS community Staff Facilities Staff Owner:Brad Larson Guiding Principles-We Will... Future State: 1. Can Do Spirit:Serve the public with a Natural,Cultural and confident can-do spirit D. Initiate Work on the 2. Accountable:Hold ourselves to the Recreational Assets of the city are highest standards with a dedication to recognized as a Source of pride for Three Major Long- preserving the public trust the community Term Exhibitions ❑Commence and complete design development and implementation of the concept designs for long-term 3. Transparent:Provide the public with exhibitions information on our actions and decisions Identified in the 4. Engaging:Actively pursue citizen Staff OWner(S): Master Plan involvement throughout the decision Jeff Gilderson-Duwe , Staff Owner:Brad Larson making process Ray Maurer,Brad Larson 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens'requests E. Strengthen equitably and fairly in atimely, Exhibitions to informative and thorough manner 7. Innovative:Take a prudent and creative Alignment with K-12 ❑Implement identified activities and enhancements that ensure exhibitions link to K-12 curriculum approach to problem solving 8. Equitable:Strive to achieve equity in the Curriculum allocation of community resources Staff Owner:Brad Larson 9. Inclusive:Foster environments that welcome individual or group differences, in order to promote dignity,respect,and opportunity for all people. F. Accelerate Key Target/Lead Stakeholders Collection Resident Owners-Businesses and ❑Intensify work on the backlog of uncatalogued objects and accelerate rationalization of collection pieces Homeowners Management Tasks • Potential Owners-Business and Staff Owner:Brad Larson Homeowners • Frontline Employees • City Leadership 1.1. Strate is Goal Objectives -WHAT Strategies/Tactics-HOW G. Evaluate Investment Strategies for Trusts ❑Create a working group to explore options related to trusts Staff Owner:Brad Larson IF AH. Continue to Make Progress Toward the Oshkosh ❑Put a library card in every citizen's hand Library's Vision of ❑Be recognized as a downtown anchor destination "A Library in Every ❑Be a provider of trusted"go to"online resources 2021-2022 Life" ❑Become a community institution with widespread public and private support STRATEGIC PLAN Staff Owner: Jeff Gilderson-Duwe Vision A thriving and sustainable community offering abundant opportunities ities for work and life ENHANCE OUR Mission QUALITY OF The City of Oshkosh provides goods and services in pursuit of a safe and vibrant LIFE SERVICES community AND ASSETS Guiding Principles-We Will... 1. Can Do Spirit:Serve the public with a confident can-do spirit Future State: 2. Accountable:Hold ourselves to the Natural,Cultural and highest standards with a dedication to preserving the public trust Recreational Assets of the city are 3. Transparent:Provide the public with recognized as a source of pride for information on our actions and decisions the community 4. Engaging:Actively pursue citizen involvement throughout the decision making process Staff Owner(s): 5. Economical:Actin afiscally responsible Jeff Gilderson-Duwe , manner on behalf of our citizens Ray Maurer,Brad Larson 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources 9. Inclusive:Foster environments that welcome individual or group differences, in order to promote dignity,respect,and opportunity for all people Target/Lead Stakeholders • Resident Owners-Businesses and Homeowners • Potential Owners-Business and Homeowners • Frontline Employees • City Leadership 12 ❑ Provide technical assistance to Greater Oshkosh-Healthy Neighborhoods Initiative(GO-HNI) to support the creation and maintenance of resident-led neighborhood associations A. Enhance and ❑ Support resident training opportunities to enhance leadership development Promote a Culture ❑ Promote neighborhood identities through marketing and strategic improvements within neighborhoods Ar of Neighborhood ❑ Collaborate with the Oshkosh Health Neighborhood Alliance(OHNA)to support and advocate for Staff Owner:Allen Davis neighborhood based service delivery and policy development ❑ Work with GO-HNI to educate municipal staff and community members/agencies on the importance of neighborhoods 2021-2022 STRATEGIC PLAN ❑ Collaborate with GO-HNI,Advocap,Habitat for Humanity,Housing Authority to implement neighborhood B. Leverage City projects and track dollars leveraged Vision Resources and ❑ Track resident volunteer hours with the goal of increasing social capital within neighborhoods A thriving and sustainable community Incentives to ❑ Explore the development of a Residential Tax Increment Finance (TIF)Policy to promote(re)development offering abundant opportunities for work within neighborhoods and life STRENGTHEN Encourage Private Investment ❑ Continue to promote and administer the"Great Neighborhoods Program"by completing four to six projects Mission OUR per year and track dollars leveraged The City of Oshkosh provides goods and Neighborhoods ❑ Promote New Home in Our Neighborhood Program services in pursuit of a safe and vibrant NEIGHBORHOODS Staff Owner:Allen Davis ❑ Promote Historic Rehabilitation Program community Future State: G.idi.g Principles-We Will... 1. Can Do Spirit:Serve the public with a Neighborhoods throughout the confident can-do spirit community are attractive,well 2. Accountable:Hold ourselves to the maintained,and desirable laces to ❑ Implement"Our Neighborhoods Engage(ONE)"Oshkosh city-wide through community outreach& highest standards with a dedication to P C. Build Awareness for live inspiring positive social marketing preserving the public trustNei hborhood interactions among residents g ❑ Participate with Oshkosh Healthy Neighborhoods Alliance to ensure an open line of communication with 3. Transparent:Provide the public withinformation on our ac-tions and decasions Development& neighborhood associations 4. Engaging:Actively pursue citizem Redevelopment in ❑ Conduct POLCO surveys to determine resident confidence with in neighborhoods involvement throughout the deasion Staff Owner(s): Allen Davis, ❑ Educate real estate community and community members on available neighborhood programs and activities making process Specific ❑ Promote implementation activities of existing neighborhood plans.One project per year per Neighborhood 5. Economical:Act in a fiscally responsible James Rabe P g g P P 1 P y P g Neighborhoods Plan. manner on behalf of our citizens 6. Responsive:Respond to citizens'requests Staff Ownex(s):Allen Davis ❑ Implement an annual Lunch&Learn to promote neighborhood programs equitably and fairly m a timely, informative and thorough manner 7. hmovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources ❑ Implement code compliance loan program to work with property owners that are unable to secure 9. Inclusive:Foster environments that traditional rehabilitation financing. welcome individual or group differenees, in order to promote dignity,respect,and D. Increase Owner ❑ Develop education campaign to increase awareness of existing codes related to rental housing,first time opportunity for all people. Investment and home buyers and neighborhood associations. ❑ Continue to conduct proactive property maintenance and zoning inspections City-wide Target/Lead • Maintenance in ❑ Implement targeted Micro-Grant Program Resident -ners-Businesses and Hameowners Property ❑ Continue private side lead service replacement program utilizing the DNR Safe Drinking Water Loan Potential• Staff Owner:Allen Davis& Program money Homeowners James Rabe ❑ Develop a long term private side lead service line replacement program to continue beyond the fundi Frontline Employees City Leadership availability within the Safe Drinking Water Loan Program E. Expand City Inter- RN Departmental Teams Develop one neighborhood plan annually with resident leaders for Planning and Support implementation of approved neighborhood plans by accomplishing one project per year per Completing neighborhood association Neighborhood Annual update of a neighborhood report card program Projects Promote available resources and services at neighborhood meetings and event Oshkosh Staff Owner:Allen Davis 2021-2022 F. Explore Options for Collaborate with other local and state agencies to gather data on current housing stability needs and STRATEGIC PLAN Promoting Housing options Vision Stability Related to ❑Explore options for evaluating the current affordable housing supply and demand in our community A thriving and sustainable community Homelessness ❑Research current housing stability programs from other communities offering abundant opportunities for workand life STRENGTHEN Staff Owner:Allen Davis ❑Explore outreach options for educating the community on housing stability and affordable housing Mission OUR The City of services in • NEIGHBORHOODS community or Future State: ❑Collaborate with the RE:TH!NK Social Connectedness Team Guiding G. Promote Social ❑Incorporate social connectedness themes into neighborhood plans and other plans as necessary 1. Can• Spirit:Servethewith Neighborhoods throughout theconfident can-do spirit publiccommunity are attractive,well Connectedness ❑Support the Connecting Through Tech program with the Senior Center 2. Accountable:Hold ourselves to the maintained,and desirable places to Staff Owner:Allen Davis ❑Collaborate with GO-HNI on neighborhood events the focus on increasing social connectedness highest standards with a dedication to live inspiring positive social ❑Coordinate with AARP on community livability and social connectedness preserving the public trust 3. Transparent:Provide the public with interactions among residents information on nor actions and decisions 4. Engaging:Actively pursue citizen involvement throughout the decision Staff Owner(s): Allen D5. Economical:Act in a fiscally responsiblemaking process James Rabe 6. Responsive:Respond to citizens'requests equitably and fairly in a timely, informative,and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources 9. Inclusive:Foster environments that welcome individual or group differences, in order to promote dignity,respect,and opportunity for all people. Target/Lead Stakeholders Resident manner on behalf of nor citizens Potential O-ners-Business and